代寫Essay范例：Management and Organizational Theories: Pros and Cons

代寫Essay范例-管理與組織理論的優(yōu)缺點。本文是一篇管理學專業(yè)留學essay寫作參考，主要內(nèi)容是評估三大管理和組織理論學派的貢獻、優(yōu)勢和劣勢，包括：古典管理理論，人文主義理論和權變理論。具體內(nèi)容請參考以下essay的詳細內(nèi)容。

Task 1

Evaluate the contributions, strengths and weaknesses of the following three major schools of thought in management and organizational theories: 

Answer:

Classical management theory:古典管理理論

The classical management theory is a school of thought which management theorists delved into how to find the best possible way for employees to perform their duties.

古典管理理論是一個管理理論家研究如何找到員工履行職責的最佳方式的學派。

Strengths:優(yōu)點

Current management and organizational structure can provide many of its roots in the classical management theory. One of the main advantages of the classical management theory was a methodology for how management should work remember. Management principles can be seen as a basis for the current management behavior today, such as use as a power of authority and responsibility. Coined in this period

當前的管理和組織結構可以提供其在經(jīng)典管理理論中的許多根源。經(jīng)典管理理論的一個主要優(yōu)點是一種管理應該如何工作的方法。管理原則可以被視為當今管理行為的基礎，例如作為權力和責任的使用。在此期間鑄造

In addition, another advantage of the classical management theory is the focus on the division of labor. By dividing labor tasks would be faster and more efficiently, thereby increasing productivity. Division of labor can be seen in many applications today, ranging from fast food restaurants, big production. In addition, the classical management theory also gave rise to an autocratic style of leadership, allowing employees to take. Direction and command of their managers

此外，古典管理理論的另一個優(yōu)點是注重分工。通過分工，任務將更快、更有效，從而提高生產(chǎn)力。如今，從快餐店到大型生產(chǎn)，在許多應用中都可以看到分工。此外，古典管理理論還產(chǎn)生了一種專制的領導風格，允許員工采取行動。經(jīng)理的指導和指揮

PRESIDENT 總裁

CEO 首席執(zhí)行官

MANAGER 經(jīng)理

SUPERVISOR 主管

EMPLOYEES 員工 

WEAKNESSES: 缺點

The main weakness of the classical management theory arose from its tough, rigid structure. One of the main principles of the classical management theory is to increase productivity and efficiency; however, achieving these goals often came at the expense of creativity and human relations. Oftentimes, employers and theorists would focus on scientific, almost mechanical ways of increasing productivity. For example, managers would use assembly line methods and project management theories that focused on efficient division of tasks.

古典管理理論的主要弱點來自其強硬、僵化的結構。經(jīng)典管理理論的主要原則之一是提高生產(chǎn)力和效率；然而，實現(xiàn)這些目標往往以犧牲創(chuàng)造力和人際關系為代價。通常，雇主和理論家會關注提高生產(chǎn)力的科學、幾乎機械的方法。例如，管理者將使用流水線方法和項目管理理論，這些方法側(cè)重于任務的有效分工。

Humanistic Theory:人文主義理論

The Humanistic Management Center advocates a paradigm shift away from economistic views on market activities in the direction of a humanistic attitude. To move from criticism of the status quo towards abundant discourse on alternatives we have developed a three stepped approach offering guidance and a broadcaster for reflection on managerial decisions as well as decision making routes. We understand humanistic management on the basis of three interrelated dimensions.

人文主義管理中心主張從市場活動的經(jīng)濟學觀點轉(zhuǎn)向人文主義態(tài)度。為了從對現(xiàn)狀的批評轉(zhuǎn)向?qū)μ娲桨傅拇罅坑懻摚覀冎贫艘环N三步走的方法，為管理決策和決策路線的反思提供指導和廣播。我們在三個相互關聯(lián)的維度上理解人本管理。

STRENGTHS:優(yōu)點

It’s a holistic theory, so it looks the entire whole person. For example most other theories reduce people to ‘components’, in order to treat disorders; the humanist theory would state that the answer lies from looking at the entire person.

這是一個整體理論，所以它看起來是整個人。例如，大多數(shù)其他理論都將人簡化為“成分”，以治療疾病；人文主義理論會說，答案在于看整個人。

Weaknesses:缺點

Lack of empirical evidence, the self-help therapy involved can teach narcissistic tendencies. The disadvantage of the ‘humanist’ approach becomes all too evident at a ‘humanist’ funeral. There is absolutely no comfort in the words of the ‘so called’ service, and absolutely no hope to the relatives and friends of the dead person of the resurrection which Jesus proved and of life after death.

缺乏經(jīng)驗證據(jù)，所涉及的自助療法可以教導自戀傾向。“人道主義”方法的缺點在“人道主義者”葬禮上變得非常明顯。“所謂的”服務的話語中絕對沒有安慰，也絕對沒有希望給死者的親屬和朋友帶來耶穌所證明的復活和死后的生活。

Contingency Theory: 權變理論

The contingency school of management can be summarized as an “it all depends” approach. The appropriate management actions and approaches depend on the situation. Managers with a contingency view use a flexible approach, draw on a variety of theories and experiences, and evaluate many options as they solve problems.

應急管理學派可以概括為“一切取決于”的方法。適當?shù)墓芾硇袆雍头椒ㄈQ于情況。具有應急觀點的管理者使用靈活的方法，借鑒各種理論和經(jīng)驗，并在解決問題時評估許多選項。

STRENGTHS:優(yōu)點

Leader Identification:領導者身份

Fiedler’s model gives organizations a rapid method to identify a particular group of the best. Potential leaders the theory includes a least-loved colleague scale, which helps identifies the management of human relations orientation and task orientation of potential leaders. Leaders with a task orientation are best suited to groups in which they defined tasks with a high level of control and supervision. On the other hand, leaders can a relationship orientation to use to get the job done their interpersonal skills and can deal with complex problems when taking decisions. 

Fiedler的模型為組織提供了一種快速的方法來識別特定的最佳群體。潛在領導者該理論包括一個最不受歡迎的同事量表，它有助于確定潛在領導者的人際關系導向和任務導向管理。具有任務導向的領導者最適合他們以高度控制和監(jiān)督的方式定義任務的團隊。另一方面，領導者可以利用人際關系導向來完成工作，他們的人際交往能力也可以在決策時處理復雜的問題。

Flexibility:This theory has been designed as a contingency model and is not intended to describe. All possible situations Because the model is to provide flexible enough to fit all kinds of groups leaders and group relationships. Only the results of example, the margin as a group has a leader with low human relations skills, Fiedler’s model still gives management the ability to make an effective group with clearly defined roles and increasing the capacity of the leader to rewards or provide information to punish their subordinates. 

靈活性：這一理論被設計為一個偶然性模型，并不是用來描述的。所有可能的情況因為該模型提供了足夠的靈活性，以適應各種各樣的團隊領導和團隊關系。僅舉一個例子，作為一個團隊的領導者，其人際關系技能較低，這一優(yōu)勢。Fiedler的模型仍然使管理層有能力組建一個具有明確角色的有效團隊，并提高領導者獎勵或提供信息懲罰下屬的能力。

Prescriptive:This model provides managers create by adapting a number of variables. Instrument for effective groups According to Fiedler’s contingency model, there is not just one type of successful leadership style, but each type of leader can thrive in the right group sites. The model provides a number of factors may change management to improve efficiency. Group For example, according to Fiedler’s theory but an impersonal task oriented leader can be effective in a group while the group is highly structured and clearly defined roles. 

規(guī)定：該模型為管理者提供了通過調(diào)整多個變量來創(chuàng)建的功能。有效團隊的工具根據(jù)Fiedler的權變模型，成功的領導風格不僅有一種，而且每種類型的領導者都能在合適的團隊地點茁壯成長。該模型提供了許多可以改變管理以提高效率的因素。例如，根據(jù)Fiedler的理論，一個非個人的任務導向型領導者在團隊中是有效的，而團隊是高度結構化和明確定義的角色。

Weakness:缺點

Leader Position power: Position power is determined at the most basic level of rewards and punishments that the leader has officially at his or her disposal for either reward or punish members of the group based on performance. The more power the leader has, the more favorable the situation. 領導職位權力：職位權力是在最基本的獎勵和懲罰級別上確定的，領導者可以根據(jù)績效對團隊成員進行獎勵或懲罰。領導者的權力越大，形勢就越有利。

Different Organizational Structures:不同的組織結構

SchoolorganizationalStructure學校組織結構:

Company Organizational Structure:公司組織結構

The sources of power, influence, and authority within present-day organizations, and explain their impact and effectiveness on organizational structure:

當今組織中權力、影響力和權威的來源，并解釋其對組織結構的影響和效力

Sources are the full utilization of resources in the management. Managers very well how to make use of the person to use and in what area it is perfect. Managers know the second person to lead the charge. 

資源是管理層對資源的充分利用。管理者非常清楚如何利用要使用的人，以及在哪個領域是完美的。經(jīng)理們知道第二個負責人。

Following the organization 遵循組織

Compare and contrast the traditional and the current outlook of the following:比較和對比以下方面的傳統(tǒng)和當前前景

1) Delegation.:授權

There are delegates going into the meeting and represent the company in the other meetings that are held throughout the world. The person who talks about the organization and the goals of the organization.

有代表參加會議，并代表公司參加世界各地舉行的其他會議。談論組織和組織目標的人。

2) Participation:參與

There is the participation of managers and other employees and the boss. But in some organizations, the boss only participates in decision making.

經(jīng)理、其他員工和老板都參與其中。但在一些組織中，老板只參與決策。

. 3) Decision-making:決策

The boss makes the decision after consultation with all the managers and other employees. Boss gives the right to take part in some cases, the manager decisions. Identify and examine the principles for vertical and horizontal coordination in relation to their past and current relevance to management effectiveness:

老板在與所有經(jīng)理和其他員工協(xié)商后做出決定。在某些情況下，老板有權參與經(jīng)理的決策。根據(jù)過去和當前與管理有效性的相關性，確定并檢查縱向和橫向協(xié)調(diào)原則：

Determinants of Emergency Management Effectiveness 應急管理有效性的決定因素

There is a considerable amount of research conducted over the past 30 years that many conditions influence the effectiveness of Lemmas been. Identifies this research will be further described in the following pages, but can be summarized by the model in Figure 3-2. This figure indicates that LEMA effectiveness measured by such organizational outcomes as quality , timeliness and cost of the risk by the community – is the most direct consequence of the individual results and the schedule adopted and implemented changes . Results for the individual members of the LEMA and LEMC include job satisfaction, organizational commitment, individual effort and attendance, and organizational citizenship behavior. The planning process includes staffing / equipment, organizational structure, team development environment, situational analysis and strategic choice.

在過去30年中進行了大量的研究，許多條件影響了引理的有效性。確定這項研究將在以下幾頁中進一步描述，但可以通過圖3-2中的模型進行總結。該圖表明，LEMA的有效性通過質(zhì)量、，社區(qū)風險的及時性和成本——是個人結果以及采用和實施的時間表變化的最直接后果。LEMA和LEMC的個人成員的結果包括工作滿意度、組織承諾、個人努力和出勤以及組織公民行為。規(guī)劃過程包括人員配置/設備、組織結構、團隊發(fā)展環(huán)境、情景分析和戰(zhàn)略選擇。

In turn, the planning process is determined by the level of community support officers, news media and the public. The planning process is also influenced by risk experience, as measured by direct experience with disasters and vicarious experiences that reveal. Potential impact of future disasters Hazard experience also shows an indirect effect on the planning, through the effects on community support. It is important to recognize that although the model as shown in Figure 3-2 static, that is to say, the arrows starts on the left and finishes on the right side of the figure – the actual process is dynamic, because success tends to be a self-amplifying process in which a produce increased levels of indirect experience with disaster demands (through emergency training, drills and exercises) , community support , better staff and organization , and more emergency planning resources . High degree of individual and organizational outcomes

反過來，規(guī)劃過程由社區(qū)支持官員、新聞媒體和公眾的級別決定。規(guī)劃過程還受到風險經(jīng)驗的影響，風險經(jīng)驗是通過災難的直接經(jīng)驗和所揭示的替代經(jīng)驗來衡量的。未來災害的潛在影響危險經(jīng)驗也通過對社區(qū)支持的影響對規(guī)劃產(chǎn)生間接影響。重要的是要認識到，盡管圖3-2所示的模型是靜態(tài)的，也就是說，箭頭從圖的左側(cè)開始，在圖的右側(cè)結束，但實際的過程是動態(tài)的，因為成功往往是一個自我放大的過程，在這個過程中，人們對災難需求產(chǎn)生了更多的間接經(jīng)驗（通過應急培訓、演習和演習），社區(qū)支持，更好的工作人員和組織，以及更多的應急規(guī)劃資源。個人和組織成果的高度

Hazard Exposure / Community Vulnerability 危險暴露/社區(qū)易損性

Numerous studies have shown the level of community adjustment hazard is increased by the experience of disaster impact, especially catastrophic consequences. To the vulnerability of the community to hazards easier to remember and more likely to encourage. Frequent for action, recent and serious consequences In some cases, this leads to the development of a disaster subculture in which residents routine patterns of disaster behavior (Wenger, 1978) to determine. When disasters are rare, long removed in time, or have had minimal disruptive impacts, vulnerability threat likely to elicit little attention households, organizations, or the community as a whole. However, the exposure of the community can be made a€?a€?by indirect experience gained by reading or hearing about experiences of other communities ‘ with disaster. Salient to environmental hazards These can be obtained through newspaper articles or television accounts or, most powerfully, through first-person accounts – especially if they come from peers (Liddell, 1994a) . For example, a local fire chief is most likely to be affected by the accounts of their experiences other fire chiefs, a city manager is most likely to be affected by another city manager, and so on .

許多研究表明，災害影響，特別是災難性后果的經(jīng)驗增加了社區(qū)調(diào)整風險的水平。社區(qū)對危險的脆弱性更容易記憶和鼓勵。經(jīng)常采取行動，近期和嚴重的后果在某些情況下，這導致了災難亞文化的發(fā)展，在這種亞文化中，居民的日常災難行為模式得以確定。當災害罕見、及時消除或破壞性影響最小時，脆弱性威脅可能不會引起家庭、組織或整個社區(qū)的關注。然而，通過閱讀或聽到其他社區(qū)的災難經(jīng)驗，可以間接地了解社區(qū)的情況。突出環(huán)境危害這些信息可以通過報紙文章或電視報道獲得，或者最有力的是通過第一人稱報道獲得——尤其是如果他們來自同行，一位城市經(jīng)理最有可能受到另一位城市管理者的影響，依此類推。

Hazard exposure can also be affected by salient cues such as the daily sight of the cooling towers of a nuclear power plant, the intricate maze of piping at a petrochemical plant, or the placards on railcars and trucks passing through town. Information from hazard and vulnerability analyses can also have an effect on the community, but this pallid statistical information is likely to have less of an effect than the vivid first-person accounts described above (Nesbit & Ross, 1980). As will be discussed in the next chapter, Risk Perception and Communication, the psychological impact of hazard/vulnerability analyses can be increased by linking data on hazard exposure to likely personal consequences.

危險暴露也可能受到顯著線索的影響，如核電站冷卻塔的日常景象、石化廠復雜的管道迷宮，或通過城鎮(zhèn)的軌道車和卡車上的標語牌。來自危險和脆弱性分析的信息也會對社區(qū)產(chǎn)生影響，但這種蒼白的統(tǒng)計信息可能比上述生動的第一人稱描述的影響更小。正如將在下一章“風險感知和溝通”中討論的，通過將危險暴露數(shù)據(jù)與可能的個人后果聯(lián)系起來，可以增加危險/脆弱性分析的心理影響。

Task 2

Compare the relevance and application of the motivation theories to workplace behavior in present-day organizations.

比較激勵理論與當今組織工作場所行為的相關性和應用

Two content schools of thought:兩個內(nèi)容學派

1.)Physiological needs: The most basic level in the hierarchy, the physiological needs, generally corresponds to the unlearned primary needs discussed earlier. The needs of hunger, thirst, sleep, and sex are some examples. According to the theory, once these basic needs are satisfied, they no longer motivate.

生理需求：層次結構中最基本的層次，即生理需求，通常與前面討論的未學習的基本需求相對應。饑餓、口渴、睡眠和性的需求就是一些例子。根據(jù)該理論，一旦這些基本需求得到滿足，它們就不再有動力。

2.)Safety needs: This second level of needs is roughly equivalent to the security need. Maslow stressed emotional as well as physical safety. The whole organism may become a safety-seeking mechanism.

安全需求：第二級需求大致相當于安全需求。馬斯洛強調(diào)情感和身體安全。整個有機體可能會成為一種尋求安全的機制。

Two process schools of thought:兩個過程學派

1.)Esteem needs: The esteem level represents the higher needs of man. The need for power,自尊需求：自尊水平代表人的更高需求

Performance and the status can be considered as part of this level. Maslow carefully pointed out that the esteem level includes both self-respect and self-esteem of others.

性能和狀態(tài)可被視為此級別的一部分。馬斯洛謹慎地指出，自尊水平包括自尊和他人的自尊。

. 2) The need for self-actualization: Maslow important contribution, he portrays this level as the peak of the lower, middle and higher human needs. People who update themselves become complacent and have already realized their potential. Self-Actualization is closely related to the self-concepts. In fact, self-actualization is the motivation of the perception of the reality of the individual self. Evaluate two managerial approaches to motivation below for their distinctive contributions to management in organizations. 

自我實現(xiàn)的需要：馬斯洛的重要貢獻，他將這一層次描繪為人類低、中、高需求的頂峰。更新自己的人變得自滿，并且已經(jīng)意識到自己的潛力。自我實現(xiàn)與自我概念密切相關。事實上，自我實現(xiàn)是個體自我現(xiàn)實感知的動機。評估以下兩種激勵管理方法，以了解它們對組織管理的獨特貢獻。

. 1) Pay and performance at work:工資和工作表現(xiàn)

Managers prepare only the grids and paid to the employee. Managers keep a strict eye on the employees how they work and how they perform.

經(jīng)理只準備網(wǎng)格并支付給員工。管理者嚴格關注員工的工作方式和表現(xiàn)。

2) Quality of Work Life Programs:工作生活質(zhì)量計劃

Managers only environment friendly and have a look at how their employee’s standard of living. They only tell the job how to improve their work. Skills and communication skills examine the positive or negative implication of management style below in relation to management practice in organizations. 

管理者只關注環(huán)境友好型員工的生活水平。他們只告訴工作人員如何改進工作。技能和溝通技巧檢查以下管理風格對組織管理實踐的積極或消極影響。

1.)Autocratic style:專制風格

Boss takes the decision without consulting with the other employees and managers whether the decision is right or wrong.

老板在沒有咨詢其他員工和經(jīng)理的情況下做出決定，不管這個決定是對還是錯。

2.)Participative style:參與式風格

Boss takes the decision with consulting with the other employees and managers whether the decision is right or wrong.

老板與其他員工和經(jīng)理協(xié)商決定是對還是錯。

Examine the job design for Marketing Manager below and answer the following questions.

檢查以下市場營銷經(jīng)理的工作設計，并回答以下問題。

What are the motivational effects in terms of task characteristics and personal and work outcomes of the job design options?

在任務特征、個人和工作成果方面，工作設計選項的激勵作用是什么？

As a job manager i will motivate the employees in order to achieve the goal and i will also consult the problems which are faced by the employees and how they can overcome it and what are the solutions.

作為一名工作經(jīng)理，我將激勵員工實現(xiàn)目標，我還將咨詢員工面臨的問題，以及他們?nèi)绾慰朔@些問題以及解決方案。

What are the implications of the job design options for management?工作設計選項對管理層有何影響？

If a job manager, it is my duty to hire and fire staff, because if after boss I’m only looking after the company in the absence of the boss. Moreover, I should be the person in whose area he / she is a perfect fit. Evaluate the social influences on individual work effectiveness and motivation and their implications for group functioning and team work:

如果是一名工作經(jīng)理，我有責任雇傭和解雇員工，因為如果是老板，我只會在老板不在的情況下照顧公司。此外，我應該是他/她最適合的人。評估對個人工作效率和動機的社會影響及其對團隊運作和團隊工作的影響：

If the employees are faced with a family problem then it will obviously effect the performance of the employee’s work, and moreover it is my duty to motivate so that he can produce more results in the future worker and I have the solution for tell which is faced by him in the society. Problem 如果員工面臨家庭問題，那么這顯然會影響員工的工作表現(xiàn)。此外，我有責任激勵員工，讓他在未來的工作中產(chǎn)生更多的成果，我有辦法告訴他在社會上面臨的問題。

Task 3

1. Describe the distinction between management and leadership roles.描述管理和領導角色之間的區(qū)別。

Leadership is setting a new direction or vision for a group that they follow, ie: a leader is the spearhead for that new direction.

領導力是為他們所追隨的群體設定一個新的方向或愿景，即領導者是這個新方向的先鋒。

Management controls or directs people / resources in a group according to principles or values a€?a€?that have already been established. 2. Explain the impact of management and leadership roles on organizational structure

管理層根據(jù)已經(jīng)確立的原則或價值觀控制或指導團隊中的人員/資源。2.解釋管理和領導角色對組織結構的影響

Managers need to fulfill many roles in an organization and how they deal with different situations will depend on their styles of management. A leadership style is a general method of leadership used by a manager. 3. Compare two different leadership styles and identifies and contrasts attributes and skills required for each style evaluate their strengths and weaknesses in terms of their significance for effective leadership in organizations.

管理者需要在組織中扮演許多角色，他們?nèi)绾翁幚聿煌那闆r取決于他們的管理風格。領導風格是經(jīng)理使用的一種一般領導方法。3.比較兩種不同的領導風格，并確定和對比每種風格所需的屬性和技能，根據(jù)其對組織有效領導的重要性評估其優(yōu)勢和劣勢。本站提供各國各專業(yè)留學生essay代寫或指導服務，如有需要可咨詢本平臺。